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The acceleration of globalization has created a chaotic state of change as businesses struggle to adapt to new paradigms of leadership. The established tried and tested approaches may no longer be effective in a global context. Globalization demands new approaches and the challenge is to find the appropriate leadership imperatives in response to the changing problems of existence. The purpose of this paper is to address the research question: What new skills should be adopted by business leaders to empower them to deal with these new multicultural challenges occurring during globalization? The relationship between follower and leader is critical during these transitional phases.

A model is introduced that integrates psycho‐social elements of leadership and organizational effectiveness, such as conditioning, power, duty, dependence, and ethics.

The model then provides a basis for developing appropriate leadership practices that support and enhance corporate culture. The development of values within the organization, that is to say its culture, can be plotted, as it progresses through the identifiable value stations, governed by an essential stepwise progression. Leadership effectiveness demands the pre‐emption of subsequent steps and facilitation of followers' ability to adapt. These imperatives have given rise to the formulation of a values‐based leadership algorithm (VBLA).

A systematic means for assessing the environment and the appropriate leadership style are developed, to be used as an aid in developing global leaders.

The innovation process is not homogeneous, but highly variable according to industrial sector and the level of abstraction of the innovation itself. This level of abstraction from existing products while not precisely measurable, can be graded, thus giving some guidance as to the probability of success according to the size of investment and the risk involved. The complexity of the new product and its technological level (the monograph confines the argument to product innovation) will also determine how the innovating organisation handles the innovation. Much research has now been done into the innovation process, and some of the leading projects and their findings are analysed. Supporting the basic argument there are two case histories, one of a successful scientific instrument, together with reference to an unsuccessful attempt to launch it, and one of a failure with a new material, in spite of highly successful technology.

Describes the introduction of a TQM culture at Pitney Bowes plc in the United Kingdom in order to make it more competitive in a receding market. Reports on the formation of corrective action teams and continuous improvement teams in order to help implement the change process. Details how these teams worked together to identify areas for improvement and the effects of the success of the TQM programme on the organization′s performance.

Logistics management systems will be a key to success in the 1990s. Understanding the role of information technology is vital to monitoring performance levels, quality of service and identifying areas of improvement. National Semiconductors and Sony (UK) Ltd share some of their experiences.

This paper aims to look into the motivations of managers to commit their time and energies to look at environmental, social, and ethical issues. In short, this research set out to answer the following research questions: What are the different types of change agents for sustainability, in terms of their existential needs? What are the motivations and frustrations faced by sustainability managers as change agents? and How are the motivations and frustrations of sustainability managers framed by the sources of meaning in their life and work?

As the research is still at an exploratory stage, a qualitative methodology was adopted. This methodology was also appropriate for the purpose of this research, which was focused on studying how meaning emerges and changes in situated organizational settings. The authors were engaged in 27 value‐laden semi‐structured interviews where they were looking to build a close relationship between the researcher and what was studied. The interview process was divided into three phases to ensure the planning and validity of the process.

It identifies four such categories of sustainability managers, those being Scientist, Messenger, Artist and Storyteller. The findings suggest the key role of expertise, empowerment, values, inspiration, strategic thinking and social contribution as key meaning for these managers. The empirical findings help build on understanding of the different psychological dimensions of corporate sustainability management, and provides a useful tool for developing effective organizational leadership, enhancing recruitment and retention of sustainability talent, and improving individual and team performance for key sustainability growth.

This research has helped to deal application of existential psychology theories to complement corporate sustainability. The findings more or less confirm the usability of major existential psychology theories to find sources of motivations of sustainability managers.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

Resurgent interest in the life and work of the Italian Cambridge economist Piero Sraffa is leading to New Directions in Sraffa Scholarship. This chapter introduces readers to some of these developments. First and perhaps foremost is the fact that as of September 2016 Sraffa’s archival material has been uploaded onto the website of the Wren Library, Trinity College, Cambridge University, as digital colour images; this chapter introduces readers to the history of these events. This history provides sharp relief on the extant debates over the role of the archival material in leading to the final publication of Production of Commodities by Means of Commodities, and readers are provided a brief sketch of these matters. The varied nature of Sraffa scholarship is demonstrated by the different aspects of Sraffa’s intellectual legacy which are developed and discussed in the various entries of our Symposium. The conclusion is reached that we are on the cusp of an exciting phase change of tremendous potential in Sraffa scholarship.

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

This is an invited 75article for Tourism Review addressing tourism employment, past and future.

Conceptual analysis of tourism employment with a focus on paradox.

Inherent paradox which underpins tourism employment.

A wholly original take on tourism employment.